At Aurm, I focus on delivering user-centered design across multiple platforms, from User, Kiosk, to Door apps. By refining user flow and enhancing intuitive interactions, I've played a key role in creating a unified, engaging experience. My work involves collaborating closely with cross-functional teams to ensure that each interface aligns seamlessly with user needs. In addition, I've led a series of iterative design improvements, directly contributing to increased user satisfaction and streamlined app usability.

I led impactful design transformations at Vedantu, revamping the homepage and content library to improve content accessibility and user engagement. As the creative lead for the "Game Mode" feature, I drove up user engagement by introducing interactive learning experiences. Additionally, I overhauled the onboarding journey, reducing user drop-offs and creating a frictionless onboarding experience. In my leadership role, I directed a team of three designers in crafting a comprehensive design system, establishing consistency and design efficiency across the platform.

At Happay, I redefined the travel booking process for corporate clients with a user-friendly, comprehensive revamp of the Happay Travel app. My work on the Happay Expense app included designing a complete workflow, an analytics dashboard, and a streamlined file upload feature, simplifying the expense management process. I led a team of two designers to create and implement the design system enhancing platform usability and user satisfaction. I also contributed to the end-to-end design of the Happay Vendor Payments and Epic Cards projects.


At Housejoy, I developed an end-to-end design for an online bridal makeup marketplace, significantly enhancing customer engagement. I also optimized the checkout process with a new coupon flow feature, which resulted in improved conversion rates. As part of the UI consistency initiative, I redesigned the Housejoy app and developed a reusable UI library, enhancing design efficiency and brand consistency.

Led the design of a comprehensive application that leverages machine learning to showcase personalised news content tailored to users' interests. Designed a voice calling application akin to Google Duo, focusing on delivering a seamless and intuitive user experience.


Contributed to revamping the interface of the AUVID application, which is used for testing voice chips in Samsung and Mi smartphones, and developed a reusable UI library using the JUCE (C++) framework to enhance design consistency and efficiency.

Designed and developed web applications and websites for high-profile clients such as BankerBay, Havas Media, and Bankbazaar, delivering customised digital solutions to meet their unique needs. Built Akasa Labs from the ground up, establishing a strong foundation for innovative web solutions.
Collaborated on the development of websites for various clients, ensuring tailored and effective digital presence for each project.

This case study documents the design process for a secure and accessible locker service catering to the unique needs of urban Indians in gated communities, addressing the challenges of limited bank locker availability and increasing wealth migration.

My role involved leading the end-to-end design process, from user research and concept development to ensuring final designs go live to productions without bugs while also assisting in creating cohesive brand identity and other marketing requirements.

User Research and concept development:

Indian households, concentrated in gated communities across major cities, face a severe shortage of secure storage solutions. Despite substantial household savings, existing bank locker options are limited, creating a gap in the market for a modern, reliable solution. Moreover, the growing trend of urban wealth migration and the desire to showcase valuables within social gatherings intensify the demand for secure, accessible storage in city centres.

Gated communities have become the choice of living for well-to-do urban households in India.

The project's primary objective was to develop a secure, accessible, and user-friendly locker service that meets the specific needs of affluent urban Indians.

We conducted in-depth research to understand user needs, challenges, and preferences. The research methods included:

We conducted interviews with homeowners, digital banking users, and first-time locker subscribers to gather qualitative insights on their pain points, priorities, and expectations for a secure storage solution.

Participants: Around 10-15 individuals from each target persona group.

We collected quantitative data to validate insights, specifically on locker demand, usage patterns, and feature preferences.

Sample Size: Expected around 500-600 responses. Received over 350 responses from residents in Bengaluru residing in gated communities.

We also assessed the strengths, weaknesses, and unique offerings of competing locker and storage solutions to benchmark and innovate.

Competitors:&nbsp;Major banks (HDFC, SBI, ICICI, AXIS), private locker services.

We mapped out user personas to better understand the problems from a user perspective.

We created user flows for onboarding phase and access phase. This was done to ensure everyone in the team gets an idea about the how will user traverse will accessing the product.

We worked on the wireframes and showcased it to our internal team. After multiple rounds of iteration we then showcased it to the users who were part during our research stage. This was to give a brief idea about how the app would function and also to get their feedback on the whole experience.

Some of the design principles that we considered while executing the designs

The idea was to capture the details that are just relevant for the user to proceed further and not make it too long and cumbersome.

Users are presented with a welcome screen and next set of steps to complete the whole process.

At this step, a user would typically select a locker of his/her choice and choose a plan against it and after confirmation of their selection they would move to payment and confirm their locker purchase.

After assignment of locker user can either or walk-in or schedule a slot based on their availability. This gives more flexibility to the users to operate based on their convenience.

We added an extra layer of security for the users by adding two levels of authentication. One at the door (QR Scan) and one while fetching the locker (OTP) to ensure that security isn't put under threat.

While the user access the locker, putting valuables or taking them out they can also take a snap or create of list of all the valuables updated. This allows the users to keep a track of all the valuables access thereby creating transparency.

Users can give access of lockers to their family members and closed ones. This feature gives a flexibility to everyone using the same locker and keeps everyone updated about the access and valuables stored.

How our users can access their lockers inside the Bay Area. It also showcases the interior and various elements kept inside for an enhanced experience.

Designing secure lockers service: 6x revenue growth in 6 months

This case study captures how we built the Vedantu Design System to streamline processes, enhance learning experiences, and support scalable growth.

I was part of the engagement pod that worked on bringing free users onto our platform and increase retention rate. I juggled between working on feature designs and leading the team of 2 designers in building the design system.

Design Advocate: My role in the design system team was to gain support and buy-in from stakeholders and ensuring there was communication within the design team. Also, driving the implementation of design system.

Our team was doing all it could to stay on top of monthly deliverables, and our capacity was maxed. Hiring dedicated designers to do the job was not an option and hence we had to make time by taking on fewer deliverables each month.

Visual Design: So I began by determining the best way to build a component library that the design team would contribute to easily. Once this was done we shifted our focus on building the design system.

We sat with the front end development to walkthrough this project and understand various challenges. The design system began as a series of components and guidelines grouped in to specific categories. With a defined structure and information hierarchy, we were able to start UX documentation together.&nbsp;

Design System Management and Documentation: Creating and maintaining clear standards and guidelines to help people understand how to use the system.

Figma: Where we designed all component and pattern libraries and built prototypes to demonstrate interactive elements.

Storybook: Where we housed all of our documentation and usage guidelines.

As Vedantu expanded its offerings in live learning and test preparation for JEE, NEET, and school curriculums, it experienced a growing number of stylistic issues which highlighted consistency concerns. Colours and fonts were not well defined and the way we handled components differed from page to page. Rapid product iterations, inconsistent UI patterns, and a growing need for accessibility in education platforms underscored the necessity of a design system. 

The Vedantu Design System had a transformative impact on our design and development workflow:

To begin systematising the interface, a teammate and I conducted an audit of designs that were being built or the ones that were already rolled out from mobile and web platform.

 The purpose of this was to collect a visual inventory that documents inconsistencies and defines the essential design patterns and elements. This information was the basis for determining components and patterns.

After analysing our interface inventory, we looked externally at other design systems. We explored established design systems, such as IBM’s Carbon and Atlassian, Skyscanner's Backpack, to learn from their approach and structure. With the oversight of our design team, we thoughtfully defined the three main parts of our design system: Foundations, Components, and Page Templates.

As one of our core design principles, accessibility was top of mind from the start. We built this system to meet and exceed the accessibility standards outlined in the Web Content Accessibility Guidelines (WCAG). During our internal review sessions, the design system was pressure tested for&nbsp;<a href="https://www.essentialaccessibility.com/blog/ada-compliance-levels" target="_blank">Level AA and AAA compliance</a>. Areas we focused on specifically included colour contrast ratios, input feedback, and content accessibility.&nbsp;

Foundations were the system basics, they consisted of brand-specific visual elements such as:

Aligning on and adhering to Foundations enabled teams to achieve visual coherence and seamlessness across the board.

We worked on UI elements (buttons, form fields, etc.) based on our findings. Then worked on the UI elements which could come to use in the future projects based on our team's inputs.

Each component had thorough documentation, specifying interactive states, minimum and maximum content, additional breakpoints, tab stops, and more.

After defining and designing the Foundations, Components, and Page Templates, our next challenge was to ensure our system included proper documentation and governance around brand implementation.

We created and maintained documentation resources in Storybook, working closely with our team to ensure we met their specific needs. The documentation included:

We rolled out the system incrementally, starting with the most frequently used components to maximise impact.

A snippet of how we wrote our guidelines for component libraries. We followed the same structure for all other components.

One of my primary responsibilities was socialising the design system with different stakeholders and teams. It was important to articulate the design system benefits in various contexts and provide team-specific resources to improve their workflows and processes.

For example: When presenting to leadership, I focused on demonstrating and quantifying the cost of inefficiencies and how implementing a design system would enable us to meet business goals faster and lower costs.

Additionally, my teammate and I held feedback sessions with pod specific teams who had first-hand experience using the components to build websites-to assess which elements were working and which needed improvement. 

We also worked closely with our development partners to implement changes to evolve and improve upon the system.

My goal was to anticipate the needs of various teams and provide resources that show how the design system can alleviate their specific pain points.

Being flexible:&nbsp;While the design system improved workflows, initial adoption was challenging and teams needed training to fully utilise the system.

Design systems are a living, breathing thing:&nbsp;They require a dedicated team actively involved in their growth and maintenance. Getting buy-in from cross-functional teams and driving system adoption are worthwhile challenges.

Collaboration is key: To evolve the design system, it is critical to connect with fellow members of the design team and understand the changes required to improve the system.

The Vedantu Design System not only streamlined internal processes but also transformed the learning experience for students and teachers alike. 

By prioritizing consistency, scalability, and inclusivity, we built a system that supported Vedantu’s mission of making quality education accessible to all. It continues to evolve, driving engagement and innovation in online education.

The design system was meant to streamline design workflows, make start-to-end deliverable times faster

Vedantu Design System: Scaling Edtech with 40% faster rollouts

Creating a platform in the app for students to interact, build a community, and enhance their learning journey

Vedantu Community feature to boost engagement among students

Better Engagement: Using gamification elements to engage more new users and make them to stick around and experience the Vedantu offerings.&nbsp;

Market Scenario: CBSE has released new Guidelines where higher grade students have to give Term 1 MCQ based board exam. A ‘Play &amp; Practice’ use case sits here perfectly.

Previous Learnings: In V.O.T.E(Vedantu Online Talent Examination) we saw challenges had ~34% adoption.

As we were catering to classes 6-12 our main users were students from these classes who regularly visited the app but for some or the other reason were unable to find hooks to stay in the app which further dropped the D7 retention numbers.

Hence based on the previous experience in V.O.T.E campaign where a large number of users were taking part in challenges until the main exam commenced. So, the inspiration was drawn from the same and few features and elements were taken from there.

Apart from this few user interviews were conducted to understand their interests and motivation.Here are a few helpful insights which were gathered during the interview sessions:

• Multiple choice questions: 13 students like playing MCQ’s as it helps them practice for the exams.Topics for revision: 10 students mentioned that certain topics which are covered earlier in the curriculum could be covered in challenges as this helps students revise the topics.

• Level of questions: 12 students mentioned they easily lose interest if the questions are relatively easy and take less time to solve vs questions that test the student’s knowledge and skill in that area.

• Competitive element: 15 Students mentioned that they liked recognition and they are competitive. Hence they like competing where they can stand out and score the highest.Rewards: Apart from levels of questions, all students wanted rewards that they get after competing in a challenge.

After gaining few insightful inputs during the user interviews, we prepared a set of goals that the users were looking for in the play mode

Challenge discovery: User should be able to find and attempt challenges. Challenges are to be to marked with difficulty level for user’s understanding.

Experience Points (XP): User should be able to earn Experience points on completing &amp; participating challenges and also track the total XP earned.&nbsp;

Leaderboard: User should be able to participate and compete in&nbsp;leaderboards based on XP earned and get recognised.Rewards: If a user has achieved a top rank in the leaderboard he/she should be able to win Prizes.

Feedback: &nbsp;User should be allowed to give a +ve or -ve feedback about the content, quality or other aspects of the game after he/she attempts a challenge.

The goals that were prepared based on the user interviews and target audience, we started with the ideation phase. We brainstormed different ideas on how to make the whole experience more engaging and enticing for the users. The primary focus was on creating an accessible landing page for the user where user can view different challenges based on difficulty levels

The combined Impact of Play properties is bringing about at 24% adoption improvement.

About 60% users of play mode are unique- engaging only in play on Day 0.

Users in play have started to adopt other&nbsp;core activities as well. 

Before Play mode: ~15%&nbsp;| After Play : ~ 25%

Avg Time spent per user for Play mode&nbsp; ~45% higher than Masterclass User

1. Helped Clear Concepts&nbsp; - Almost 40% users mentioned Play mode is helping them to practice concepts.

2. Surprise ie. random question on topic &amp; Unique (Non repeating) Questions is appreciated by students.

3. Feeling of&nbsp; Competition on leaderboard&nbsp; and benchmarking.

4. Knowledge against&nbsp; other students&nbsp;MCQ question for Term 1 Board exam Preparation &amp; as a Confidence booster before exams.

1.&nbsp;25% of the users don't find rewards interesting&nbsp;

2.&nbsp;20% of the users have not learned the topic in school

Designing a gamified experience on Vedantu where students play academic challenges, compete, and boost engagement and adoption on the platform

A gamified product with quizzes and challenges for academics

Employees in an organisation should be ready to book online trips on a self book portal for single or multiple products

Happay’s T&amp;E Benchmark report 2018 stated that Enterprises are still using manual or semi-automated travel and expense management solutions for managing travel expenses.

1. Awareness:&nbsp;Organisations are aware of the problems, but aware of how to solve it or they are aware of the product, but not motivated to buy .

2. Current Experience:&nbsp;Travel and expense are managed as independent process. Co-ordinating with multiple suppliers to book different products. Manual approvals and booking happen through mails.

3. Problems:&nbsp;Lack of one unified Travel and Expense platform. There is no single platform with complete trip management.

Multiple discussions and mapping sessions were done with product managers, in-house travel experts to understand the solution ecosystem and scope of value being proposed from a business perspective. The sole purpose is to make a mind-map of the scope of solution and user functions that the solution will eventually encompass as it matures over upcoming years.

Once the basic understanding of the solution ecosystem was in place we intervened to find out user perspectives. Multiple video sessions were referred from the previous implementation for further study. The primary focus was to understand how users go about completing tasks. What are the pain-points and delights if any. Another perspective is to understand the exclusive user behaviours across and within roles. The later helped us define the personas which eventually is referred down the process and helped defining role based features.

Competitive study is done at this stage to check trends, practices and information that we might have missed till now that can be thought of and included before moving towards defining user flows and journeys.

The structure and categorisation of content and information was done using open card-sorting sessions with 6 users from our product, sales, finance and marketing teams who were involved in frequently travelling or managing travel requests. This eventually helped us define the basic grouping or housing of information which reflected the mental model of users interviewed. Hence, the Information architecture was derived.

We initially proposed a side vertical navigation to accomodate frequent information groups and also to align with the other Happay products. This idea was tested with 5 users in-house in a virtual hangout session. We received multiple feedback saying that the content got too crammed in several pages and it hindered their experience in figuring out the main tasks. Based on the feedback we reworked on the navigation structure and proposed a top navigation based on the following factors:

1. It is a content-heavy portal unlike vendor/expense, so top navigation will help use more screen real-estate.

2. The navigation elements per se are limited unlike vendor /expense so we rejected vertical navigation layout.

3. Align with market patterns in the travel space who also have moved to top navigation to accommodate global access at any page.

Step 6 - User flows and lo-fi prototype:

We started chalking out the user-flows as sketches at this point. Later, we mocked the same in low fidelity prototypes to validate with stakeholders (PMs, Finance and AM team ) and test it out with users. We used Adobe XD to create complete flows.

We incorporated the changes after receiving viable feedback form the stakeholders. Then we proceeded with the high fidelity designs once everyone was on board with the final changes.

1. In the new platform all the travel bookings are done in the form of trips. A trip acts like a cart, where all the travel products are stored.

A.&nbsp;The user cannot book a single product directly, but instead create a trip and add flights, hotels and cabs all into it.

B.&nbsp;All the products within the trip have to be submitted for payment and/or approval together, instead of individual requests.

C.&nbsp;In a trip only one policy holder can be applied for single or multi-pax booking.

D.&nbsp;Once travellers are added to a trip, same travellers will be applied to all products within the trip.

2.&nbsp;Integrated solution for travel and expense.

3.&nbsp;Employees can book multiple products together through a complete trip management platform.

 4. Single system to manage multiple suppliers.

5. Check Fares: The user can simply check fares rather than creating the entire trip. This is especially useful when the user is only fare shopping and has not decided on travel. User can book a travel in the check fare flow as well if the fares for the selected dates are acceptable to the user.

6. Once the user has reviewed the 1st product in the trip and adds a new product, the search parameters are pre-filled by our smart recommendations based on the trip details. The search is applied directly, saving time and efforts for the user.

Happay Travel allows corporates and its employees to easily plan, book and manage business trips in accordance to corporate's travel & expense policies

Happay Travel UX Revamp

This case study details the process of developing a comprehensive brand identity system for a new-age safe deposit locker service.  My role was to lead the design and branding efforts, ensuring a unified experience across all digital and physical touchpoints. The project spanned from Aug 2023 to October 2023, with a team of five designers, writers, and researchers.  Tools used included Figma, Adobe Creative Suite, and various user research platforms.

The primary challenge was the lack of a consistent brand identity.  Existing marketing materials and physical spaces lacked cohesion, potentially confusing customers and undermining trust. User research revealed concerns about security and a desire for a more modern, user-friendly experience.  This inconsistency threatened to damage credibility and hinder market penetration in a competitive landscape.

1. Establish a unified brand identity across all channels. 

2. Communicate trust, safety, and innovation effectively. 

3. Enhance user engagement and conversion rates.  Success was measured by increases in brand recognition, website traffic, and customer satisfaction.  We also aimed for a 15% increase in lead generation within six months of the brand launch.

User interviews, surveys, and competitive analysis informed our design decisions. 

 We identified key user personas: Urban families, digital-first users, financial institutions, and marketing professionals.  Research highlighted the importance of visual cues suggesting security (e.g., strong lines, secure imagery), and a clean, intuitive digital interface.

We brainstormed various design concepts, focusing on creating a logo that conveyed both security and modernity.  We explored different colour palettes, typography, and imagery styles. 

 A strong emphasis was placed on user feedback throughout this stage, with iterative testing and refinement of concepts.

The design process involved creating wireframes for the website and mobile application, followed by high-fidelity prototypes.  We carefully selected a color palette (deep blues and muted golds) and typography (clean sans-serif fonts) to reflect our brand values.  Extensive user testing was conducted at each stage to ensure usability and positive user experience.

The successful rebranding of the locker service demonstrated the power of a cohesive and well-executed brand identity.  The project delivered significant improvements in brand awareness, user engagement, and business growth. 

 Future plans include expanding the brand into new markets and developing additional digital services to enhance the overall customer experience.

Designing a cohesive brand identity for a modern safe deposit service, targeting urban families and digital-first users.

Revamping Safe Deposit: A Brand Identity Case Study

Happay's vision is to create value to businesses by capturing processes encompassing "All Payables" of an organisation. After employee salary disbursement, employee T&amp;E and vendor payment expenses are largely the two huge expense incurring verticals in any corporate.

Today, Happay is already a significant player in the T&amp;E expenses segment with over 4500 customers globally. Expanding our product offering to Vendor payments segment of corporate expenditures is the logical next step for us to achieve.

Vendor Payments space, which is expected to grow and currently is around four times that of employee T&amp;E expenses, will contribute more value to our existing and future customers thereby paving the way for Happay's destination of becoming a one-stop solution for businesses globally, to manage all of their payables.

Accounts Payable (AP) functions traditionally have been paper intensive, time consuming, tedious and prone to human errors. The legacy software solutions available to digitise and automate AP offer broken and sub-optimal experience shared across multiple systems for different aspects of the process. This leads to higher training effort, slow adoption, and poor end-to-end process visibility and control.

Card Management Systems, Vendor Payment Processes and Systems, Enterprise ERP/ Accounting systems and Banks are islands which contain enterprise data and copies of them which result in a lot of effort and time to control, reconcile and get visibility of.

Additionally, due to outdated controls, only a few people in the organisation participate in the payments process resulting in bottlenecks and associated delays.

Account Payables is a multi-sided problem involving Enterprises (Buyer), Vendor (Supplier), Banks and Payment Cards.

Each party has a particular and a different problem in this.

1. Enterprise wants to make payments to vendors only at the last minute; Additionally, the Enterprise wants a unified view across multiple silos of Banking Systems, Cards Systems and Enterprise Systems.

2. Vendors want to get paid immediately and want to have certainty of payment.

3. Banks would like to drive transaction volume through use of electronic channels as well as extend credit to both Supplier and Buyer.

While enterprises have deployed ERP systems, it is just another island which the Organisation has to navigate through. Banking Systems and Card Systems continue to be untouched islands resulting in delayed visibility of information and inconsistent information resulting in loss of productivity and delays in processing vendor payments.

Multiple discussions and mapping sessions were done with product managers, in-house SMEs to understand the solution ecosystem and scope of value being proposed from a business vision perspective. The sole purpose is to make a mind-map of the scope of solution and user functions that the solution will eventually encompass as it matures over upcoming years.

Once the basic understanding of the solution ecosystem was in place we intervened to find out user perspectives. Multiple contextual enquiry sessions were done supplemented with video diaries for further study. the focus was to understand how users go about completing tasks and how? What are the pain-points and delights if any. Another perspective is to understand the exclusive user behaviours across and within roles. The later helped us define the provisional personas which eventually is referred down the process and helped defining role based features.

Over the contextual enquiry sessions we were able to capture the task flows and understand the mental model of users around vendor payments. The sessions also helped us with a repository of colloquial terminologies and associations within information chunks, purely from user's perspective. These in turn are going to help us make the interface intuitive for them further down the process. Determining the associations and categorisation of content and information was done using open card-sorting sessions with 6 users from our finance team primarily. This eventually helped us define the basic grouping or housing of information within the scope of vendor payments which reflected the mental model of users interviewed. Hence, the Information architecture (front-end) was derived.

Step 4 - Content visibility matrix and navigation structure:

Once the information architecture was in place we got an understanding of the grouping . Now it was time to devise a way to replicate the groupings in a 2D interface and define navigation structure which helps faster discovery of information thereby enabling faster completion of tasks previously identified in step 1 and 2. We pivoted on frequency of access of information as the underlying logic of prioritising the information groups. the sole reason for doing so was because the nature of the solution was like tool which will eventually sees a regular use with the sole goal to complete known tasks with high efficiency on user's part. Hence, design goal is to enable faster find of high access items. Going by this logic, groups like Invoices, PO, PR, GRN came up as high frequency of access items whereas Vendors, Addresses, materials as medium frequency and remaining as low. The basic hierarchy of the groups being defined roughly we had to look at enabling and disabling the groups and their underlying task-flows for the three behaviour types/personas identified in step 2. This was necessary because of the very nature of the working of a typical organisation in this vendor payments context, which is the inherent hierarchy of employees and the difference in their roles and responsibilities. The hierarchy is typically 3 stages with document preparer being the person putting the information in system, then approver who is approving the correctness of the information put in the system and the pay guy who pays an amount to a vendor based on the validated information. The approval part is where the major difference lies from organisation to organisation, where one might have one- level of approval and the other multiple with no constant number to fix on. The whole mapping exercise eventually gave us the content visibility matrix which has the groups and their contents on y axis and the user personas/behaviours on x axis. The matrix helps visualise what content/information will be visible to which persona to the smallest category of information.

It was high time to start with defining the navigation at interface level . The basic idea was to separate the information groups by frequency. Three navigation designs on this idea were tested with 6 users in-house following up with an interview session, each. One being all groups shown upfront in a vertical left aligned format. second one with all on a horizontal format and third one with each separate frequency groups in a bigger group and showing limited items in horizontal format. The left navigation option came out as promising, owing to the following limited but not exhaustive factors:

Showing upfront the groups made user quickly identify entry points when asked for starting tasks unlike the other two options where either the new grouping was not complying with user's mental model around grouping or it violated Hick's Law.Moving from one group to another required least searching in comparison to the other options. Overall, left alignment of navigation ensured maximum focus due to the convention of reading from left to right and hence, better find-ability.

The pattern followed google mail which invariably every user within or outside organisation is well acquainted with. hence, abiding by Jakob's law we ensured least possible learnability on user's part.

Competition review is done at this stage to check trends, practices and information that we might have missed till now that can be thought of and included before moving towards defining user flows and journeys. Though it had to be done initially, the project circumstances and timelines were such that it could be taken at this stage.

Once the navigation got solidified we moved on to do mood-board in parallel to defining the task-flows as user flows using low fidelity screens. The mood board was informed by three visual design patterns tested previously through teams in Happay. We took the colour and font from the top choice and worked upon it to define the primary, secondary and tertiary colours for the interface.

Additionally, a new direction from a usability standpoint was introduced to identify each high frequency group with an accent colour to help user visually identify between items when put together in any scenario. The accent colour was carefully chosen to sit well with the brainstormed statuses across information groups and conform to colour blindness test.

Parallel working on mood-board, we started mapping out the user-flows as sketches initially. Later, we mocked the same up in low fidelity to validate with stakeholders (PMs, Finance and Dev. teams) and test it out with users. We used Axure to accomplish that which gave html outputs to facilitate interactions as required to complete flows.

Phase 1 - Limited scope of solution as a product

Step 1 - Adjusting designs from bigger scope to smaller scope

Owing to the limited timelines and plan we went forward with adjusting the current low fidelity designs from End to end vision capture to enable the limited scope of phase 2. Each item was taken up for review and optimised at design level to accommodate development feasibility and timelines. The intention of design effort in this phase was to enable an experience a-tuned to the limited scope only. Multiple iterations in low-fidelity were done to finalise on the scoped designs and sign-off for high fidelity designs to start. The low fidelity adjustments were done at component level first and then each information group is taken up like Invoice, Vendors, Addresses for phase 2 specific refinement.

Step 2 - High fidelity components to facilitate starter dev setup

High fidelity design effort started with designing components and basic interactions identified to be critical for Dev team, in order to start configuring things before moving into a sprint. Once the components were in place we started with high fidelity designs of key pages in advance of sprints but in alignment to the sprint tasks. Even the components were tested with users before solidifying.

Revolutionising vendor payments for corporates with an integrated platform, enabling seamless management of all payables to boost efficiency and value.

Hi I'm Siddharth, a Product Designer